Understand how revenue becomes delivered work.
Start with client types, scope, pricing, project cadence, retention and the people who perform the delivery. This exposes the difference between a business with repeatable services and one that depends on the founder repeatedly rescuing projects. A buyer needs the second story as much as the first.
Map relationships and concentration.
Ask who owns the client relationship, which accounts influence staffing and what would happen if a renewal changed. A large customer may be manageable with strong team context and documented delivery; it may be fragile if every trust-bearing interaction runs through the seller.
Assess the team and the operating system together.
Resumes or role labels do not prove continuity. Review how work is assigned, reviewed, billed and escalated, along with any key contractors or partners. The buyer should understand what capability needs to remain and which role they personally expect to take on after close.
Plan a client-sensitive transition.
Client communications, introductions and contract considerations need a considered sequence. Legal and contractual questions require qualified review. Operationally, the buyer should be able to explain how service quality will be protected while ownership changes.
Opens a short form for non-confidential context. Please do not include documents, credentials or sensitive financial information.